Noe Ch. 7, 8 / Training and Development Flashcards
training
An organization’s planned efforts to help employees acquire job-related knowledge, skills, abilities, and behaviors, with the goal of applying these on the job
training program ranges from formal classes to one-on-one mentoring
instructional design
A process of systematically developing training to meet specified needs
- in order to achieve effective training program goals, HR professional approach training through this
steps of instructural design process
- assess needs for training (what org requires that its people learn)
- org ensures that employees are ready for training in terms of their attitudes, motivation, basic skills, and work environment
- plan the training program (objectives, trainers, methods)
- implement training program (principles of learning, transfer of training)
- evaluate results of training and provide feedback
learning management systems (LMS)
An online application that automates the administration, development, and delivery of training programs, makes training programs more widely available and reduces travel and costs
- used to carry out instructional design process effectively
needs assessment
- instructional design begins with this
The process of evaluating the organization, individual employees, and employees’ tasks to determine what kinds of training, if any, are necessary
answers 3 broad areas:
1. organization - what is the context in which the training will occur
2. person - who needs training
3. task - what subjects should the training cover
organization analysis
- needs assessment usually begins with this
A process for determining the appropriateness of training by evaluating the characteristics of the organization
person analysis
- following organizational assessment
A process for determining individuals’ needs and readiness for training
- should also determine whether employees are ready to undergo training
task analysis
- third area of needs assessment
The process of identifying the tasks, knowledge, skills, and behaviors that training should emphasize
readiness for training
A combination of employee characteristics and positive work environment that permit training, exists when employees are able and eager to learn and when their organizations encourage learning
cognitive ability
being able to use written and spoken language, solve math problems, use logic
- selection process identifies candidates based off ability to use cognitive ability
readiness for training depends on…
situational constraints: limits on training’s effectiveness that arise from the situation or the conditions within the org (lack of money, training, time)
social support: the way the org’s people encourage training, giving praise and sharing information, peers, feedback
effective training objectives
- a program with this will be more focused, employees learn best, etc.
characteristics:
- statement of what employees are expected to do, quality or level or performance that is acceptable, conditions under which the employee is to apply what they learned
- performance standards that are measurable
- identify the resources needed to carry out the desired performance or outcome
related issue: who will participate - just employees? (no illegal discrimination)
request for proposal (RFP)
a document outlining the type of service needed, the type, and number of references needed, number of employees to be trained, date which it is completed, indicates funding for the project and process by which the org will determine its level of satisfaction, time consuming but worth it
- used to select a training service, orgs mail several vendors this
training administration
orgs can send employees to outside training programs, someone in the org may be responsible for coordinating the overall training program
choices of training methods
presentation methods: trainees receive info provided by others FROM lectures, workbooks, videos TO convey facts or compare alternatives
hands-on methods: trainees are actively involved in trying out skills FROM on-the job training, situations, RPing, TO teach specific skills related to job or interpersonal issues
group-building methods: trainees share ideas and experiences, build group identities, learn about interpersonal relationships and the group FROM group discussions, team training TO establish teams or work groups, manage performance of teams or work groups
distance learning
trainees at different locations attend programs online, interaction may be limited, so there is a communications link between trainees and trainer
computer-based training
less expensive, low cost to deliver information
- e-learning: Receiving training via the Internet or the organization’s intranet
- electronic performance support systems (EPSSs): Computer application that provides access to skills training, information, and expert advice as needed
on-the-job training (OJT)
Training methods in which a person with job experience and skill guides trainees in practicing job skills at the workplace.
- apprenticeship: A work-study training method that teaches job skills through a combination of on-the-job training and classroom training (1-6 years)
apprenticeship: internship:
bricklayer accountant
carpenter doctor
electrician journalist
plumber lawyer
nursing assistant nurse
welder
they can earn an income while learning a trade, involves hands-on learning and extensive practices
- internship: On-the-job learning sponsored by an educational institution as a component of an academic program
simulations
A training method that represents a real-life situation, with trainees making decisions resulting in outcomes that mirror what would happen on the job
virtual reality
A computer-based technology that provides an interactive, three-dimensional learning experience
one of the most effective ways to teach interpersonal skills
behavior modeling
experiential programs
Training programs in which participants learn concepts and apply them by simulating behaviors involved and analyzing the activity, connecting it with real-life situations (CLEAR Engagement)
- one form of experiential program: adventure leaning: A teamwork and leadership training program based on the use of challenging, structured outdoor activities
team training
coordinates the performance of individuals who work together to achieve a common goal, a possible alternative to experiential programs
- cross-training: Team training in which team members understand and practice each other’s skills so that they are prepared to step in and take another member’s place
- coordination training: Team training that teaches the team how to share information and make decisions to obtain the best team performance
- team leader training: Training in the skills necessary for effectively leading the organization’s teams
another form of group building: action learning
Training in which teams get an actual problem, work on solving it and commit to an action plan, and are accountable for carrying it out
- effectiveness has not been formally evaluated
readability
The difficulty level of written materials
transfer of training
On-the-job use of knowledge, skills, and behaviors learned in training (may come from electronic performance support systems (EPSS))
return on investment
monetary benefits of the investment when it rolled out a program to train its strategic account advisers
orientation
Training designed to prepare employees to perform their jobs effectively, learn about their organization, and establish work relationships
onboarding
Ongoing process that aims to prepare new employees for full participation in the organization, a conscious attempt to get new employees to connect and identify with their employer by encouraging them to gather more info about the company, history/culture, and products/services
goals for a four stage onboarding process
compliance
clarification
culture
connection
diversity
The characteristics of individuals that make them unique
inclusion
Creating a work environment in which individuals are treated fairly and with mutual respect and have equal access to opportunities and resources so that they can contribute fully to the organization’s success
diversity training
Training designed to change employee attitudes about diversity and/or develop skills needed to work with a diverse workforce
employee development
The combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers
protean career
A career that frequently changes based on changes in the person’s interests, abilities, and values and in the work environment
requires continuous learning with a willingness to embrace change
many approaches to employee development fall into four broad categories…
formal education
assessment - Collecting information and providing feedback to employees about their behavior, communication style, or skills
job experiences - The combination of relationships, problems, demands, tasks, and other features of an employee’s job (usefulness depends on whether the employees view the experience as + or - sources of stress)
interpersonal relationship - mentoring and coaching
MBTI
Psychological inventory that identifies individuals’ preferences for source of energy, means of information gathering, way of decision making, and lifestyle, providing information for team building and leadership development
DiSC
Brand of assessment tool that identifies individuals’ behavioral patterns in terms of dominance, influence, steadiness, and conscientiousness
Dominance, influence, steadiness, conscientiousness
assessment center
A wide variety of specific selection programs that use multiple selection methods to rate applicants or job incumbents on their management potential
types of exercises:
- leaderless group discussion: an assessment center exercise in which a team of five to seven employees is assigned a problem and must work together to solve it within a certain time period.
performance appraisal and 360 feedback
process for measuring employee performance, a major component of performance management
performance measurement by the employee’s supervisor, peers, employees, and customers (multiple perspectives)
job enlargement
involves adding challenges or new responsibilities to employees’ current jobs
ex. completing a special project, switching roles within a work team, or researching new ways to serve customers
job rotation
moving employees through a series of job assignments in one or more functional areas
more likely to succeed when:
- clear policies/objectives established
- employees and managers understand and agree on expectations
- goals for the program support business goals
- rotation schedule is realistic
- top management is committed to program’s success
- someone is responsible for measuring whether the program is meeting its goals
transfer
Assignment of an employee to a position in a different area of the company, usually in a lateral move
downward move
Assignment of an employee to a position with less responsibility and authority (engineers)
promotion
Assignment of an employee to a position with greater challenges, more responsibility, and more authority than in the previous job, usually accompanied by a pay increase
externship
Employee development through a full-time temporary position at another organization
sabbatical
A leave of absence from an organization to renew or develop skills
mentor
An experienced, productive senior employee who helps develop a less experienced employee (a protégé)
coach
A peer or manager who works with an employee to motivate the employee, help him or her develop skills, and provide reinforcement and feedback
- working one-on-one with an employee as when giving feedback
- helping employees learn for themselves
- providing resources such as mentors, courses, job experiences
Steps in career management process
Data gathering –> feedback –> goal setting –> action planning & follow up
self-assessment
The use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies
sample self assessment exercise
1. where am i?
2. who am i?
3. where would i like to be and what would i like to happen?
4. ideal year in the future
5. an ideal job
6. career by objective inventory
feedback
Information employers give employees about their skills and knowledge and where these assets fit into the organization’s plans
goal setting goals involve one or more of the following categories
- desired positions
- level of skill to apply
- work setting
- skill acquisition
glass ceiling
Circumstances resembling an invisible barrier that keep most women and underrepresented groups from attaining the top jobs in organizations
succession planning
The process of identifying and tracking high-potential employees who will be able to fill top management positions when they become vacant (focuses on high-potential employees: believes can succeed in higher-level business positions such as general manager of a business unit or CEO)
an effective program for developing high-potential employees has 3 stages
- selection of high-potential employees
- developmental experiences
- active involvement with the CEO
